Project, Programme and Portfolio Management Tools

 Independent Project & Programme Management Specialist  MPhil in project management  Honorary Fellow, Association for Project Management  Honorary President ProgM, the Programme Management SIG  Subject Matter Expert, PMI Program Management Standard   Author of:  Project Management Demystified  Programme Management Demystified  Co-Author of:  One Project Too Many  Gower Handbook of Programme Management

 Project Planning, Scheduling, Tracking and Monitoring  Portfolio Management Tools  Document Management  Reporting and Communications 3

Monitoring Consolidation of Multiple Workstreams Programme Planning Project Planning & Monitoring Team Planning & Monitoring Timesheets High Initial Costs High Maintenance Costs Powerful Complex Budgetary Control Resource Capacity Planning Risk & Issue Registers Earned Value Analysis Benefit Management Change Control Reporting

 Project planning  Scheduling  Resource allocation  Project Progress Tracking  Time Sheets 5

Lengthy Laborious Slow Excessive human intervention Potentially inaccurate Data is usually out of date Many versions of the truth Data sometimes serves different needs Programme Management Information Systems (PMIS) are used designed to automate these processes

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Multi-project view schedules budgets traffic lights slice and dice for reports cross – project links total resource requirements

Microsoft Project Microsoft Enterprise Program Manager EPM (Portfolio Server) Oracle/Primavera Hydra 4C Mercury HP Project and Portfolio Management (PPM) These are big, complex, multi-user systems, not desk top applications

 Store Documents Centrally  Consistent  Reduced errors  Reduced s  Provides  Version control  Access control  Links to tasks, products, risks, issues etc.  Search tools  Applying standards via templates etc. 10

 Document storage  Version & Access control  Chat rooms  Forums & Discussion Threads  Contact List  Equipment Tracking 11 software.com/project-management/ ProjectPlace DropBox

 Informing, getting decisions  Instructing  Explaining  Dashboards  Alerting  WorkFlow 12 Understand the needs of the reader, just enough and no more SharePoint based Program Management Information Systems PMIS

 Updates on Current Workload  Model combinations of existing and new work  Build scenarios  Schedule  Investment  Benefits  Resource requirements  Risks  Make informed decisions

Approval to Proceed PPM Selection and Approval Process PPM Selection and Approval Process Discoveryprojects Suggestions Live Projects ProgressUpdates Strategy

 When choosing from many options, helps you evaluate and compare them  If you are assessing unexpected external influence, allows you to assess the impact using “what if” scenarios  You can start with simple tools based on spreadsheet, progressing later to more sophisticated dedicated modelling software 16 They are an AID – they won’t make the decisions for you!

 Risk and Issues  Request for Information  Personal Expenses  Change Control  Financial Control  Benefits  Capacity Planning 19

 Just enough and no more to be in control  Consistent processes, standards and terminology – don’t keep re-explaining how  Simple tools and templates to start with  Keep written material short and to the point  Supplement with lots of quality face to face communication 20 Ensure there is enough time allowed for staff to learn

Project, Programme and Portfolio Management Tools Can help – visibility, professional, governance But a fool with a tool is still a fool